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Presented ...
3 POINTS TO PONDER
1.Why you should know what your people are
thinking
2.How to find out
3.What to do about it
HRMATT’S 9T...
HRMATT’S 9TH
BIENNIAL CONFERENCE – MAY 13TH
& 14TH
, 2013
3
Do you know what your people areDo you know what your people a...
Why you should know what your people are
thinking
EMPLOYEE BEHAVIOUR
• Job Performance
• Productivity
• Discretionary Effo...
THE SEARS ROEBUCK EXPERIENCETHE SEARS ROEBUCK EXPERIENCE
A 5%5% increase in employee
attitude, as measured by
employee sur...
WHAT ARE CARIBBEAN EMPLOYEES
THINKING?
FINDINGS FROM A REGIONAL SURVEY
HRMATT’S 9TH
BIENNIAL CONFERENCE – MAY 13TH
& 14TH
...
The 2012 Employee Benchmark Survey was
our7th biennial survey of employee
workplace attitudes and opinions in the
Caribbea...
 Strategic Alignment
 Leadership
 Talent Management Practices
 Management/Employee
Relations
 Internal Communication
...
 29 Companies
 5 countries
 Over 7,000 employees
surveyed
 Over 4,500 respondents
SURVEY HIGHLIGHTSSURVEY HIGHLIGHTS
54% of employees satisfied.
That is, just over half of the
employees are satisfied with...
SURVEY HIGHLIGHTSSURVEY HIGHLIGHTS
24% of employees neutral.
That is, just about a quarter
of the employees are neither
sa...
SURVEY HIGHLIGHTSSURVEY HIGHLIGHTS
22% of employees
dissatisfied.
That is, just over one in five
employees is dissatisfied...
OTHER SURVEY HIGHLIGHTSOTHER SURVEY HIGHLIGHTS
While over 80% of the employees are proud of
their company, only 60% are sa...
OTHER SURVEY HIGHLIGHTSOTHER SURVEY HIGHLIGHTS
Two out of three employees think their companies
are doing a good job of fo...
OTHER SURVEY FINDINGS:OTHER SURVEY FINDINGS:
Different people think differentlyDifferent people think differently
Employee...
If you don’t know what your people are thinking,
find out! What you don’t know could hurt you!
How do you find out? Ask th...
Improve internal communication through regular
town hall meetings, inter- and intra-
departmental meetings, using social m...
Link what your people are thinking to
their behaviour and job performance and
to your organization’s outcomes through
anal...
HRMATT’S 9TH
BIENNIAL CONFERENCE – MAY 13TH
& 14TH
, 2013
19
“ To win in the marketplace,
you have to win in the
workplace...
Do you know what your people are thinking by
Do you know what your people are thinking by
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  • HR UPGRADED...v2K13 and Beyond -- HRMATT's 9th Biennial Conference
  • HR UPGRADED...v2K13 and Beyond -- HRMATT's 9th Biennial Conference
  • HR UPGRADED...v2K13 and Beyond -- HRMATT's 9th Biennial Conference
  • HR UPGRADED...v2K13 and Beyond -- HRMATT's 9th Biennial Conference
  • 9
  • HR UPGRADED...v2K13 and Beyond -- HRMATT's 9th Biennial Conference
  • Material pertinent to this illustration is found on pages 158-159.
  • Material pertinent to this illustration is found on pages 158-159.
  • Material pertinent to this illustration is found on pages 158-159.
  • HR UPGRADED...v2K13 and Beyond -- HRMATT's 9th Biennial Conference
  • 51
  • Transcript of "Do you know what your people are thinking by "

    1. 1. D O YO U KN OW W H AT D O YO U KN OW W H AT YO UR PEO PLE AR E YO UR PEO PLE AR E TH IN KIN G ?! TH IN KIN G ?! Presented by Kwame Charles Director, Quality Consultants Limited HRMATT’s 9th Biennial Conference Hilton Trinidad & Conference Center May 13, 2013
    2. 2. 3 POINTS TO PONDER 1.Why you should know what your people are thinking 2.How to find out 3.What to do about it HRMATT’S 9TH BIENNIAL CONFERENCE – MAY 13TH & 14TH , 2013 2
    3. 3. HRMATT’S 9TH BIENNIAL CONFERENCE – MAY 13TH & 14TH , 2013 3 Do you know what your people areDo you know what your people are thinking?thinking?
    4. 4. Why you should know what your people are thinking EMPLOYEE BEHAVIOUR • Job Performance • Productivity • Discretionary Effort • Ethical Behaviour • Say, Stay, Strive… EMPLOYEE ATTITUDES •About the Organization •About Management •About the Supervisor •About the Job… CUSTOMER OUTCOMES • Customer Service • Product/Service Quality • Customer Satisfaction • Customer Loyalty… BUSINESS PERFORMANCE •Sales Growth •Productivity •Shareholder Value •Profitability… © Quality Consultants Ltd.
    5. 5. THE SEARS ROEBUCK EXPERIENCETHE SEARS ROEBUCK EXPERIENCE A 5%5% increase in employee attitude, as measured by employee surveys, led to a 1.3%1.3% increase in customer satisfaction, which in turn resulted in a 0.5% improvement0.5% improvement in revenue growth. Why you should know what your people are thinking
    6. 6. WHAT ARE CARIBBEAN EMPLOYEES THINKING? FINDINGS FROM A REGIONAL SURVEY HRMATT’S 9TH BIENNIAL CONFERENCE – MAY 13TH & 14TH , 2013 6
    7. 7. The 2012 Employee Benchmark Survey was our7th biennial survey of employee workplace attitudes and opinions in the Caribbean. Its objectives were to give participating organizations feedback on ten key measures of employee satisfaction and engagement and to benchmark them against each other with a view to helping them improve their satisfaction and engagement levels and, ultimately, their business performance.
    8. 8.  Strategic Alignment  Leadership  Talent Management Practices  Management/Employee Relations  Internal Communication  Supervision  Work Organization  Customer Focus  Corporate Social Responsibility  Employee Engagement
    9. 9.  29 Companies  5 countries  Over 7,000 employees surveyed  Over 4,500 respondents
    10. 10. SURVEY HIGHLIGHTSSURVEY HIGHLIGHTS 54% of employees satisfied. That is, just over half of the employees are satisfied with the 10 key organization and management measures. These are the folks who are willing to “go the extra mile” for the company.
    11. 11. SURVEY HIGHLIGHTSSURVEY HIGHLIGHTS 24% of employees neutral. That is, just about a quarter of the employees are neither satisfied nor dissatisfied with the 10 key organization and management measures. They’re just interested in doing the bare minimum.
    12. 12. SURVEY HIGHLIGHTSSURVEY HIGHLIGHTS 22% of employees dissatisfied. That is, just over one in five employees is dissatisfied with the 10 key organization and management measures. These folks have “quit but forgot to tell the company”!
    13. 13. OTHER SURVEY HIGHLIGHTSOTHER SURVEY HIGHLIGHTS While over 80% of the employees are proud of their company, only 60% are satisfied working there and would recommend it as a great place to work. Just over half plan to stay with their company for a long time, are willing to go the extra mile for it and look forward to coming to work every day. And only a quarter would remain with their company if offered another job with more pay and benefits.
    14. 14. OTHER SURVEY HIGHLIGHTSOTHER SURVEY HIGHLIGHTS Two out of three employees think their companies are doing a good job of focussing on their external customers and on CSR. Three out of five are satisfied with their immediate supervisor. But only two out of five are happy with their company’s leadership, talent management practices and internal communication. In fact, less than 50% think their company’s leaders provide good leadership for their company and have confidence in their leaders’ decision making, and less than 40% believe what their leaders say!
    15. 15. OTHER SURVEY FINDINGS:OTHER SURVEY FINDINGS: Different people think differentlyDifferent people think differently Employees in Retail & Distribution have the highest satisfaction levels, while those in the Energy Sector have the lowest satisfaction levels. The higher up you are in your organization the more satisfied you are. Employee satisfaction varies with years of service: The U-Curve Effect. But we’ve found no significant gender differences in our surveys.
    16. 16. If you don’t know what your people are thinking, find out! What you don’t know could hurt you! How do you find out? Ask them! THEN DO SOMETHING ABOUT IT! And then ask them again… Leadership matters. Hold your leaders and managers accountable for improving employee satisfaction and engagement by putting it in their performance scorecard and rewarding them, coaching them or sanctioning them accordingly. Build trust in management through clear, consistent , open and honest communication, keeping your promises and matching your words with your actions. Build partnerships with front-line supervisors. They’re an important link in the chain of command, and they have the employee’s ear and What should you do?What should you do?What should you do?What should you do?
    17. 17. Improve internal communication through regular town hall meetings, inter- and intra- departmental meetings, using social media and multiple communication channels. Know your audience. Not everyone gets the message in the same way. Build employee feedback mechanisms into your management systems through focus groups, surveys, suggestion schemes, social media. Review your performance management systems to make sure they’re objective, transparent, evidence-based and fairly and consistently administered by your supervisors and managers. Make sure they recognize and reward excellence rather than mediocrity or longevity. Identify your organizational strengths and leverage them to reduce your weaknesses. Use Appreciative Inquiry, internal benchmarking and best practices. What should you do?What should you do?What should you do?What should you do?
    18. 18. Link what your people are thinking to their behaviour and job performance and to your organization’s outcomes through analytics. e.g., absenteeism, timeliness, productivity, retention, reduction in accidents, injuries wastage, rework, etc. e.g., customer satisfaction/complaints, sales, shrinkage, etc. What should you do?What should you do?What should you do?What should you do?
    19. 19. HRMATT’S 9TH BIENNIAL CONFERENCE – MAY 13TH & 14TH , 2013 19 “ To win in the marketplace, you have to win in the workplace.” Kevin Kruse, The Power of Engagement

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